Diversity & Leadership ASA(M&RA) 14 November 2011...How Diversity & Inclusion Evolve Broad • Requirements-based • Understand/value differences in ethnicity, gender, culture, language,

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Army Diversity

Diversity & Leadership ASA(M&RA)

14 November 2011

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Definition of Diversity

Comparison of Diversity, EEO, and EO

How Diversity & Inclusion Evolve

Why Diversity Matters

What We Know

Where We Can Focus

Where We Are Going

How We Get There

The Measure of Success

What We Have Done

Army Diversity Roadmap

Discussion Topics

Contents

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Army Definition of Diversity

The different attributes, experiences, and backgrounds of our Soldiers, Civilians and Family Members that further

enhance our global capabilities and contribute to an adaptive,

culturally astute Army.

Definition

Presenter

Presentation Notes

This is the Army definition of diversity. We wanted to do several things with the definition, including: 1. Make the point that diversity goes well beyond race, ethnicity, gender, and other demographic categories. 2. We wanted the total Army Family to be able to see themselves in this definition because this effort will ultimately touch everyone. 3. We also wanted to make sure that diversity is tied to mission like all of our initiatives and programs.

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Comparison of Diversity, EEO, & EO

EO EEO

Organizational Performance Focus Leader Accountability

Diversity Training & Education Inclusive Environment

Institutionalized Talent Management Measurement & Assessment All Soldiers & Civilians

Training Outreach Reporting

5 Protected Categories

MILITARY CIVILIAN

Statutory MD715 Compliance Civilian Complaints (Statute) Special Emphasis (Minority College Relations Program)

Regulatory AR 600-20

Military Complaints (Policy)

9 Protected Categories

Observances

Common to 3 Programs

Professional Development

Common to EO & Diversity

Protected EO Categories Race Ethnicity Gender National Origin Religion

Protected EEO Categories Race Color Gender National Origin Religion Disability Age Reprisal Genetics

IMPLIED Policy

Resourcing

Common to EEO & Diversity

Climate Assessment

Presenter

Presentation Notes

This chart provides a perspective on EO, EEO, and Diversity as separate efforts and the start point for EO Transformation. We are aware of the differences in the basis for the programs, with EEO driven by statute (MD715), EO by policy (AR 600-20), and diversity voluntary, but leader driven to enhance organizational performance. Diversity proactively focuses on the organization, while equal opportunity derives from opportunities for individuals, protection, and non-discrimination. From a diversity perspective, organizational performance has a dependence on individual performance, which can be enhanced by high quality talent in an inclusive environment, along with many other factors. Key EO Functions are shown in the graphic. with TRAINING, OUTREACH & REPORTING common to all three, CLIMATE ASSESSMENT common to diversity and EO, PROFESSIONAL DEVELOPMENT common to diversity and EEO(SEP) OBSERVANCES a part of EO, and Military complaint processing an EO function, although some organizations include complaints under diversity leadership. (Examples: EEO outreach to HBCUs; EO outreach to NAACP & LULAC; Diversity outreach to al organizations and events that support recruiting and relationships)

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How Diversity & Inclusion Evolve

Broad • Requirements-based

•Understand/value differences in ethnicity,

gender, culture, language, country of

origin, faith, generation, etc.

• Inclusive culture

Narrow • Discriminated Groups • Traditional Categories

Diversity Definition Affirmative

Action

Diversity

Inclusion

EEO &

EO

External • Law

• Societal Pressure

Internal • Readiness Imperatives

• Competitive Labor Markets • Mission Execution

Diversity Drivers

Source: Defense Business Board Report 03/01/04 (Modified for Army applications)

DRIVERS Recruiting

Development

Training

Mentorship

Retention

Leadership

Cultural Skills

Teamwork

Innovation

Performance •Equal access •Eliminate discrimination

•Eliminate effects of the past •Target underrepresented

•Organization focus •Understand differences

•High performance •Inclusive culture

Presenter

Presentation Notes

I will use this chart to add to the discussion of diversity and equal opportunity. From bottom to top, the chart goes from narrowly defined efforts to broadly defined efforts. As we move from left to right, we go from what we had to do to, by law or policy and managed largely by trained practitioners, to voluntary, leader-driven, top-down efforts intended to proactively build and maintain a high performing organization, while taking full advantage of the benefits of a diverse workforce. In moving from left to right, we build on what we have accomplished and include those efforts in the way ahead. FOR EXAMPLE: Diversity includes everyone. As we transition to diversity, we want to proactively attract the top talent across America’s diversity and then develop and inspire our Soldiers and Civilian Employees to perform to their full potential. To accomplish this, we must provide opportunities, ensure fairness, not discriminate, and actively pursue all groups, including those that are underrepresented. Thus, these past areas of emphasis are included in diversity. On the other hand, EO and EEO must continue because diversity will not be executed perfectly. Our Soldiers and Civilians will need avenues for complaints, we will still need to cover down on protected categories, and any compliance activities. So far we have established that some parts of equal opportunity will be subsumed by diversity and some will need to remain in place. There is a middle part that will need to be transformed and done in a whole new way to best accomplish diversity and equal opportunity objectives. Those areas are training & education, outreach, reporting, and climate assessments. All To Be Determined. Inclusion…. The items on the right are some of the things that drive us in the direction of diversity.

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• EVOLVING DEMOGRAPHICS • COMPETITIVE LABOR MARKET • ATTRACTING DIVERSE TALENT • YOUTH EDUCATION • PHYSICAL FITNESS • NATIONAL EXPECTATIONS

MISSION READINESS

• HUMAN DIMENSION OF LEADERSHIP • INCLUSIVE ENVIRONMENT • HIGH PERFORMANCE • MANAGED TALENT • HUMAN RELATIONS

PERSONNEL READINESS

NATIONAL IMPLICATIONS

GLOBAL ENGAGEMENT

INEVITABILITY: Recruiting Talent = Recruiting Diversity

Why Diversity Matters

• HUMAN DIMENSION OF CONFLICT • CULTURALLY ASTUTE FORCE • AGILE & ADAPTIVE LEADERS

• FUTURE OPERATING ENVIRONMENT

DRIVERS LINK TO MISSION Recruiting

Development

Training

Mentorship

Retention

Leadership Cultural Skills

Teamwork

Innovation

Performance Mis

sion

Exe

cutio

n Ta

lent

Man

agem

ent

Presenter

Presentation Notes

More about why--- I only have time for a couple of examples: On the bottom right, what do we know about Evolving national demographics? The declining eligibility for military service? On the bottom left, this is what you will talk about the rest of the day The human dimension, inclusive environments, high performance, etc. As the more comprehensive approach to human relations, diversity training and education will touch some of our other ongoing programs and initiatives. What is an example? Human dimension, CSF, suicide prevention, SHARP. “Every Soldier adds to the great diversity of our formations, and it is our leaders at all levels who find and unlock the hidden potential of every Soldier, empowering them to become part of our band of brothers and sisters.” Diversity will help integrate these efforts from a training and education perspective. At the top, diversity training and education will support the Army Culture and Foreign Language Strategy, specifically the Career Development component, which includes cultural understanding in our own ranks. Understanding our own cultures will facilitate pre-deployment culture training.

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What We Know

The U.S. will operate in a dynamic global environment U.S. population is changing (plurality by 2042) Talent will be spread across a diverse population (recruiting talent = recruiting diversity) Minority children will be the majority by 2025 Obesity trends among American youth are reaching epidemic proportions Education shortcomings will persist (graduation rates, STEM, foreign language) The U.S. economy will remain dynamic Generational differences will impact the workforce The number of women in the labor force will grow faster than men The aging population will ultimately lead to labor shortages Immigration levels may increase Women outnumber men on college campuses 60% to 40% The Hispanic labor force is the fastest growing minority segment An estimated 1 in 4 people have a disability The era of persistent conflict will demand cultural understanding and language skills

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Where We Can Focus

Global Environment . . . • Volatile, Uncertain, Complex, Ambiguous • Conflict, Ideology, Culture • Human Dimension of Conflict • Coalitions and Allies

The Army . . . • Understanding Cultures

• Utilizing Language Diversity • Being Resilient /Understanding Self • Knowing the Human Dimension (Leadership/Conflict)

The Nation . . . • Plurality by 2042 • Minority Children a Majority by 2025 • Obesity (33% adults over age 20) • Overweight (17% children, 68% adults)

The Army . . . • Recruiting Talent = Recruiting Diversity • Understanding America’s Diverse Communities • Addressing Low Propensity for Service (12%) • Addressing Youths Qualified for Service (~25%)

The Workforce . . . • Education Shortcomings (Graduates, STEM) • Women Outnumber Men in College (60% to 40%) • Women Exceed Men in Labor Force Growth • Fastest Growing Segment is Hispanic

The Army . . . • Competing in a Tough Labor Market • Providing Opportunities for Women in the Army • Recruiting Hispanic Officers (6% Army, 16% Nation) • Facing Medical, Physical, & Morality Shortfalls

The People . . . • Estimated 1 in 4 Have a Disability • Different Priorities Among 4 Generations • Aging Population • Life-Work Integration/Balance

The Army . . . • Understanding the Diversity Across America • Understanding the Diversity in Our Formations • Aligning Policies and Programs with Challenges • Being Inclusive (Leadership & Environment)

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Where We are Going (Diversity and High Performance)

A high performance organization is one that leverages the total capacity of all of its people.

CAPACITY • Attract • Recruit • Assign • Mentor • Develop • Train/Educate • Retain

PERFORMANCE • Understand • Value • Include • Empower • Inspire • Reward • Lead

Talent Management Inclusive Environment Training & Education

Leader Commitment

ARMY (DOTMLPF-R*)

ORGANIZATIONAL CAPABILITY

E N D S

W A Y S

M E A N S

FACTORS: Individual Capacity — Individual Performance — Organizational Capability — Inclusive Leadership

Inclusive Leadership

The Business of Diversity, Innovations International, Inc.

Structure & Resources

*Resources

Presenter

Presentation Notes

The overarching purpose for the Army diversity initiative is to sustain an Army of high performing Soldiers and Civilians, regardless of the evolving national demographics, the number of youth not eligible for military service, or the state of the economy. We use DOTMLPF to represent the organization that a leader is provided. The diversity-related contribution to high performance includes the performance piece on the right and inclusive leadership, which spans all that we do. The capacity piece is about understanding how to bring in, develop, assign, and engage the best talent across all of America’s diversity, a population that is moving towards no majority. Having achieved high capacity, the right side of the chart addresses the actions that we take to be inclusive, understand the diverse attributes, experiences, and backgrounds that our Soldiers and Civilians bring to the Army, and inspire high performance. When we do the things on the right, we can draw a feedback loop over to the capacity side, because inclusiveness will support retention and future recruiting. The Army Diversity Roadmap has five goals represented by the means at the bottom. To a degree, we can look at the left side as diversity and the right side as inclusion.

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How We Get There (Army Diversity Roadmap)

Ensure leader commitment to diversity and inclusion practices at all levels of the Army

Institutionalize talent management processes that identify, recruit, develop, and retain a cadre of

high performing Soldiers and Civilians from diverse backgrounds

Establish and resource a structure to support the Army Diversity Roadmap

Goal 1

Goal 2

Goal 3

Goal 4

Goal 5

Leadership

People

Structure &

Resources

Training &

Education

Environment

Leader Commitment

High Quality Diverse Talent

Integrated Diversity and Leader

Development

Enhanced Cultural Competency

Expanded Human Dimension of

Leadership Skills

Army Wide Inclusive Culture

Goals Strategic Outcomes Focus

Position the all-volunteer Army for success in the 21st- century— given our global engagements, demographic shift in population and competing demands for highly qualified people from diverse backgrounds.

Implement diversity training & education programs that develop socio-cultural competencies to meet

the demands of the 21st-century expeditionary force

Create and maintain an inclusive environment where the value of diverse knowledge, experiences

and backgrounds enhances mission readiness

Presenter

Presentation Notes

This is a snapshot of the five-part strategy that is pending and some of the key outcomes that we expect to achieve or sustain over the long-term. We are working on getting the strategy approved.

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Army Diversity Vision

The national leader in embracing the strengths of diverse people in an inclusive environment ...investing in and managing talent, valuing individuals, and developing culturally astute Soldiers and Civilians who enhance our communities and are prepared for the human dimension of leadership and global engagements.

The Measure of Success

Army Diversity Mission

To develop and implement a strategy that contributes to mission readiness while transforming and sustaining the Army as a national leader in diversity.

L D R S H I P

Presenter

Presentation Notes

The vision is really the first three lines. The rest of it was added as further explanation since our assessment showed that diversity was not well understood. Also we specifically tied this effort to mission, and highlighted some of the key stepping stones.

http://www.army.mil/-images/2008/11/25/26129/army.mil-26129-2008-12-04-101203.jpg�

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Completed an Army-wide assessment of diversity programs and progress

Developed diversity video and marketing materials

Published Army Policy on Diversity

Published the Army Diversity Roadmap (signed by Secretary, Chief of Staff and Sergeant Major of the Army in December 2010

Developed 30 objectives and an action plan of 180 tasks to support the Roadmap

Established M&RA/G-1 working group to pursue the action plan

Completed diversity education for 560 leaders and EEO/EO practitioners at the Diversity & Leadership Training Symposium in December 2010

Established Army-wide Diversity Outreach Strategy Working Group (DOSWG)

Supported the Military Leadership Diversity Commission and DoD Diversity Strategic Plan

Completed a draft plan to transform EO to support the diversity mission

Developed diversity competencies for all levels

What We Have Done (Examples)

Key Accomplishments

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Diversity Goals

& Objectives

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Army Diversity Roadmap Goals

Goal 1: Ensure Leader Commitment to Diversity and Inclusion Practices at All Levels of the Army • Develop standards, procedures and processes for implementing diversity & inclusion practices • Integrate diversity principles into leader development • Develop and implement procedures that ensure continuous leader awareness of diversity efforts and progress • Develop recognition programs to incentivize effective diversity leadership • Create processes to measure overall progress towards the diversity vision

• Establish an executive level diversity council to provide advice on implementation and execution

Goal 2: Institutionalize Talent Management Processes that Identify, Recruit, Develop and Retain a Cadre of High-Performing Soldiers and Civilians from Diverse Backgrounds • Implement a diversity business intelligence system to inform leaders • Efficiently integrate and synchronize Army-wide diversity outreach to achieve optimal senior leader participation

• Develop integrated military and civilian talent management processes

• Implement procedures for analyzing accessions and career management

• Enhance mentorship guidance and processes

• Develop and implement succession planning

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Army Diversity Roadmap Goals (continued)

Goal 3: Establish and Resource a Structure to Support the Army Diversity Roadmap • Resource HQDA Diversity and Leadership Directorate

• Establish functions to resource diversity staffs at appropriate levels

• Establish or revise regulations for diversity staffs and functions • Transform the Military Equal Opportunity Program

• Study the role of Women in the Army function in a diversity context

• Study role of HQDA EEO functions in a diversity context

Goal 4: Implement Diversity Training and Education Programs that Develop Socio-Cultural Competencies to meet the Demands of the 21st-Century Expeditionary Force • Develop a diversity competency model for all levels of leadership

• Complete a gap analysis for present and future diversity training and education

• Develop and implement a diversity training and education strategy

• Develop institutional training and education packages

• Develop and implement an executive diversity seminar program

• Develop and implement a model to assess diversity training and education

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Goal 5: Create and Maintain an Inclusive Environment Where the Value of Diverse Knowledge, Experiences and Backgrounds Enhances Mission Readiness • Establish a methodology and benchmark existing climates in a diversity context • Continuously review policies, procedures and programs to ensure alignment with desired mission readiness outcomes • Build a framework to integrate diverse attributes, experiences and backgrounds into the mission

• Establish procedures to proactively address multicultural challenges • Establish mechanisms for top-down and bottom-up emphasis on inclusive practices • Develop effective tools for assessing inclusive environments

Army Diversity Roadmap Goals (continued)

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Diversity Outreach

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BLUF: We must take an ‘Army’ approach to connecting with diverse communities—gaining efficiencies by

1) Paying once for exhibit space

2) Sharing partnership deliverables across commands

3) Showing up at events as a team

4) Sharing information on external organizations and our own best practices

5) Planning for senior leader participation 6-12 months in advance

6) Supporting each other’s requirements

Outreach

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Outreach: What We Are Trying To Do

An Army-wide Diversity Outreach

Program that effectively helps

attract and recruit America’s best

talent and optimizes

Senior Leader participation.

End State

Integrated Efforts

Consistency of Message

Coordinated Partnerships

Approach

Senior Leader Engagement United States Army

Diversity Outreach Strategy

Headquarters, Department of the Army

1 April 2011

FY 12 Outreach Plan

Synchronized Execution

Bottom Line: An Army-wide Approach to Key Outreach Events

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DOSWG Authority & Participation

Army Diversity Road Map Goal 2, Objective 2.2

Develop and implement mechanisms for efficiently integrating and synchronizing Army diversity outreach to achieve optimal senior leader participation and help attract and recruit highly qualified Soldiers and Civilians from different backgrounds.

*ASA M&RA (D&L)

ASA M&RA (CLSMO)

Secretariat (OGC)

Secretariat (Exec Outreach)

Secretariat (OCPA)

Secretariat (OCLL)

Secretariat (OSADBU)

Chief of Chaplains

*DCS G-1

MEDCOM

*AMC [4 events]

FORSCOM

*TRADOC [1 event]

*USAAC [12 events]

*IMCOM [1 event]

*USMA [1 event]

*USACE [3 events]

*USARC [1 event]

*NGB/ARNG [1 event]

MDW

Director of the Army Staff signed Memo establishing the Army’s Diversity Outreach Strategy Working Group (DOSWG) 15

November 2010

In an effort to develop a strategic and comprehensive approach to diversity outreach initiatives across the Army, the Deputy Assistant Secretary of the Army, Diversity and Leadership (M&RA) is forming a Diversity Outreach Strategy Working Group (DOSWG).

Army Diversity Roadmap signed 8 Dec 2010

MEMBERSHIP

Authorizes (DOSWG) Charter

* Lead Organization for Army-wide execution (35 events). HQDA has 10.

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Army Diversity Outreach Strategy

SYNCHRONIZE EFFORTS

ENSURE CONSISTENCY OF ARMY MESSAGE

GUARANTEE SENIOR LEADERSHIP PARTICIPATION

MEASURE PROGRAM SUCCESS

ENSURE PROGRAMS MEET STANDARDS

ENSURE AN EFFECTIVE COMMUNICATIONS STRATEGY

INCLUDE CONTINUOUS ASSESSMENT AND IMPROVEMENT

LEVERAGE INFORMATION SHARING

EXECUTE THROUGH AN ANNUAL PLAN

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Additional Charts

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“As we continue to expand the knowledge and understanding of the diversity within our ranks, not only will our strength, versatility, and efficiency be amplified, but we will be more effective in understanding the cultures and environments where we serve. We expect all leaders to develop and maintain an inclusive environment that will sustain the Army as a relevant and ready Force.”

Army Policy on Diversity

Senior Leader Diversity Message

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Inclusive Leadership Behaviors (Examples)

Source: Innovations International, Army SEDAT September 2010 (modified)

• Working to be aware of personal biases and how those biases may be perceived by others.

• Visibly seeking to better understand the different attributes, experiences and backgrounds of subordinates and others.

• Demonstrating an unbiased approach to others by exhibiting courtesy and appreciation for the diverse ideas, experiences and contributions of every Soldier and Civilian.

• In a timely manner, taking specific action to correct discriminatory or inappropriate behaviors or comments that may ultimately impede engagement.

• Setting an example for the organization through inclusive selection, development, and advancement of the best talent.

• Seeking to understand and appreciate the perspectives of Soldiers and Civilians who have a range of different backgrounds, experiences, and styles in order to build a highly effective team to achieve the best results.

• Providing opportunities for, and encouraging others to participate in, skill building activities that promote an inclusive work environment.

• Making time to be personally visible and engaged. • Setting and upholding performance expectations in a fair and consistent manner. • Mentoring individuals from diverse backgrounds

Documents

Diversity & Leadership ASA(M&RA) 14 November 2011...How Diversity & Inclusion Evolve Broad • Requirements-based • Understand/value differences in ethnicity, gender, culture, language,